新零售背景下腕表零售商S集團全管道戰略優化研究

Abstract

中國零售行業隨著互聯網技術和數位化技術的發展，近年來已經從傳統零售時代進入了新零售時代。隨著消費者需求的多元化以及消費行為和消費決策路徑的變化，越來越多的企業開始探索零售全管道經營的模式。S集團作為腕表零售行業的領先企業，在該行業聚焦新零售以及全管道發展方面極具代表性。為了適應快速發展的市場變化，對於企業全管道戰略的研究非常必要。 本研究旨在深入探討S集團的全管道戰略問題，以期通過對其發展規劃和戰略實施的深入分析，提出有助於企業持續發展和戰略完善的建議。研究首先運用PSET及五力模型分析了S集團所處的外部環境變化，以驗證全管道戰略規劃的必要性。其次介紹了S集團在腕表行業的發展歷程及其提出的全管道戰略規劃，進一步通過對企業內部環境和現狀的分析，深入瞭解了企業在全管道戰略推進過程中的階段演變。 研究還利用STP框架模型對企業的全管道案例進行了研究，以驗證其戰略實施的有效性，並探討了企業在此過程中可能面臨的挑戰。接下來，研究通過整體研究提出了針對性的意見，利用4C戰略組合，詳細描述了以客戶為中心的全管道戰略改善建議。最後，研究通過分析客戶資源管理、數位化保障、目標體系和運營流程、組織架構及人力資源這幾個方面，為企業的戰略實施提供了保障建議，以確保企業全管道戰略的持續推進。基於這些分析，本研究得出結論：S集團通過全面分析和改善其全管道戰略，不僅能有效應對外部環境的變化，同時也能加強內部管理和運營效率，從而在競爭激烈的腕表市場中獲得更強的競爭力和可持續發展的能力。

With the development of internet and digital technology, China's retail industry has entered a new era With the diversification of consumer demand and changes in consumer behavior and decision-making paths, more and more enterprises are exploring the model of omnichannel operation. As a leading enterprise in the watch business，S Group has been focusing on the new retail and omnichannel development for many years. In order to adapt to the rapidly developing market changes, it is necessary to study the omnichannel strategy of enterprises. The aim of this study is to explore the omnichannel strategy of S Group in depth, with the aim of proposing suggestions that contribute to the sustainable development and strategic improvement of the enterprise through in-depth analysis of its development plan and strategic implementation. The study first introduces the development history of S Group in the watch industry and its proposed omnichannel strategic plan. It analyzes the changes in the external environment in which S Group operates to verify the necessity of omnichannel strategic planning. Furthermore, by analyzing the internal environment and current situation of the enterprise, we have gained a deeper understanding of the stages in which the enterprise is advancing its omnichannel strategy. The study also utilized the STP framework model to study omnichannel cases of enterprises, in order to verify the effectiveness of their strategic implementation and explore the challenges that enterprises may face in this process. Suggestions were proposed through overall research, using the 4C strategy combination to describe in detail the improvement suggestions of a customer-centric omnichannel strategy. Finally, the study provides assurance suggestions for the implementation of the enterprise's strategy to ensure the continuous promotion of the enterprise's omnichannel strategy. Based on these analyses, this study concludes that by comprehensively analyzing and improving its omnichannel strategy, S Group can not only effectively respond to changes in the external environment, but also strengthen internal management and operational efficiency, thereby gaining stronger competitiveness and sustainable development capabilities in the fiercely competitive watch market.